Sunnova is a fast-moving, market leader in Residential EaaS; my newly created role extends that product portfolio to both the C&I and Microgrid market verticals.

• Created a strategic product portfolio for Business and Microgrid sectors from ground-up; full-ownership of a DER tech-stack supporting $150M business in 2024:
  • Solar (PV): High-wattage solar panels, racking, and inverters.
  • Energy Storage Systems (ESS): Integrated battery storage reduces energy cost through peak shaving, demand response programs, and time-of-use restrictions.
  • EV Chargers: Mobility platforms with hardware and governing software, including V2X applications.
• Spearheaded a $5M+ cost-saving initiative by leading implementation of a third-party IIoT Monitoring & Control solution. Developed use cases and championed effort within organization, reduced Time-to-Market by 12+ months.

Sunnova Adaptive Business

Sunnova offers a complete suite of energy technologies and services to meet specific energy needs, goals, and local utility rate structures for your business.

Fluence is solving the problem of grid-level energy storage to aid conversion to renewable energy sources – my profitability team spanned the entire portfolio of ESS product & services.

• Tactical focus on lowering customer investment; removed $3.9M in BOM cost via projects emphasizing container design, component sourcing, and on-site commissioning time.
• Developed long-term TCO roadmaps for long- and short-duration BESS offerings; those strategic actions generate 22% contribution improvement across the portfolio.
• Validated the economic strategy for an in-house battery module; global cell sourcing and regional pack configuration – enabled open-market bidding (battery cells represent ~70% of BOM cost for utility-scale ESS).

Fast Company: 2021 Top 10 Innovation

Fluence sold $1B worth of energy storage equipment in 2021, helping grids avoid dirty, coal-burning, peaker power plants.

Market definition role responsible for metrics like product growth, revenue and profit goals, roadmap and specification development, strategic account oversight, and global marketing strategy for VCSEL lasers.

• On-boarded two lead customers to new flagship line – $100M projected revenue over 5Y. Responsible for complete product definition, customer inputs, and performance-price roadmap for new-to-world offering.
• Eliminated inherent eye-safety risk (largest barrier to market adoption) by prioritizing component integration; reduced customer layout space 61%, increased product margin 19%. Strong IP protection prevents commoditization.
• Introduced new go-to-market strategy to drive adoption; released an approved reference design with custom packaged VCSEL – anticipated $10M in revenue over 2Y.
• Launched new VCSEL laser into automotive space; new in-cabin sensing platform with planned 10Y roadmap, 60%+ contribution margin. Satisfied demanding internal and external automotive audits with difficult customer.
• Avoided 8% margin erosion by executing a cost-out roadmap for a commodity product that aligned with negotiated customer price reduction targets.
• Pruned product line offerings, increased portfolio margin 11%; data analysis isolated products not aligned to growth-strategy. Managed legacy product EOL, maintained 100% uptime for customers.

Organized and led all product development functions for the Enclosures Division: New Product Design (NPD), Engineer-to-Order (ETO), and Product Cost Reduction (VA/VE).

• Overhauled Engineer-to-Order process with standardized Lean Six Sigma methods:
  • Reduced leadtime by 55%
  • Increased sales 36% YOY to $4M in Y1
  • Implemented quality gating system, first-time yields improved 28%
• NPD champion, grew vitality sales ($35M sales, 29% growth) across four product lines. Defined multigenerational product roadmaps to ensure YOY growth.
• Executed DFM project to reduce 21% material and 38% labor cost on a $4M flagship line; 3 patents awarded.
• Developed and implemented tiered engineering career path ladders, succession plans, individualized development plans, and organizational capability assessments for all staff.

Spearheaded material and labor reduction (VA/VE) projects with Supply Chain, Operations, Engineering, and Product Managers. Established VA/VE team; implemented a change-based culture to long-dormant product lines.

• Strategic oversight for $4.0M cost-out P&L (3% COGS) across seven production sites.
• Key transition member during M&A process. Partnered with technical leads in other divisions to identify $2.4M in actionable synergy cost-out projects.
• Lean 6 Sigma integration; reduced COGS 1.5% through labor efficiencies without sacrificing quality or leadtime.
• Chaired action committee to evaluate low-performing manufacturing sites; performed deep-dive analysis to find inefficiencies. Average annual savings of $350K per location.

Design lead for a global project team, consolidated products obtained through acquisitions with legacy offerings to a unified platform for the Oil and Gas industry.

• Executed 6 year initiative to reorganize mid-tier platform architecture. Formulated the design and IP process; 14 patents awarded.
• Converted legacy offerings from 20 disparate designs to a cohesive portfolio with 6 high-margin designs:
  • $21M increase in globally served markets
  • 63% supplier reduction
  • 54% component reduction
  • 28% blended margin improvement
• Led two Chinese product design teams; mentoring, managing deliverables, and driving consistent vision.
• Verified new product releases with statistically controlled Pilot Runs, confirming long-term viability.

Outsourced flagship product lines to off-shore assembly house – responsible for process transfer, intellectual property, and on-site qualification.

Implemented DFMEA, PFMA, and a Control Plan to comply with stringent aesthetics and quality expectations.

Responsible for designing circuit board assembly tooling; reduced both cycle time and handling defects.